International Journal of Multidisciplinary Research and Growth Evaluation  |  ISSN (Online): 2582-7138  |  Double-Blind Peer Review  |  Open Access  |  CC BY 4.0

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     2026:7/3

International Journal of Multidisciplinary Research and Growth Evaluation

ISSN (Online): 2582-7138 | Open Access

Leadership Development Pathways in Public Health through HR Initiatives

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Abstract

In today’s rapidly evolving health landscape, effective and adaptable leadership is absolutely vital across all levels of public health, not just at the top. Leadership responsibilities have become distributed throughout health systems, making it imperative to nurture these skills broadly. This paper examines the crucial role of human resource (HR) strategies in fostering sustainable leadership within public health organizations.
Drawing on a broad review of peer-reviewed literature, institutional reports, and case studies published through 2023, the analysis identifies several key HR initiatives: strategic workforce planning, ongoing professional development, robust mentorship programs, and rigorous performance management systems. The evidence indicates that leadership development achieves the best outcomes when HR efforts are closely aligned with broader organizational goals and deeply embedded in the workplace culture.
Notably, interventions such as competency-based training, equitable advancement frameworks, and structured succession planning demonstrate tangible benefits—including improved health system performance, higher staff retention, and greater equity in leadership representation. Still, there are clear disparities in leadership capacity between regions, particularly in low- and middle- income countries, highlighting the importance of contextually tailored HR interventions.

How to Cite This Article

Mohammed Nadeem Ansari, Nazia Tasleem, Farhat Afrin, Tushar Mahapatra (2023). Leadership Development Pathways in Public Health through HR Initiatives . International Journal of Multidisciplinary Research and Growth Evaluation (IJMRGE), 4(5), 1160-1169. DOI: https://doi.org/10.54660/IJMRGE.2023.4.5.1160-1169

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